Facility Services Business Plan 2012-2014

Facility
Services
Business Plan 2012-2014
1 Facility
Services
Business Plan 2012-2014
Table of Contents 1.0 EXECUTIVE SUMMARY ..................................................................................................................... 1 2.0 ACKNOWLEDGEMENTS .................................................................................................................... 2 3.0 BUSINESS UNIT OVERVIEW .............................................................................................................. 3 3.1 Mission\Vision\Values ..................................................................................................................... 4 3.2 Organization Chart ........................................................................................................................... 6 3.3 History .............................................................................................................................................. 7 3.4 Accomplishments ............................................................................................................................. 8 3.5 Initiatives and Major Capital Projects in Progress ......................................................................... 11 4.0 ANALYSIS ........................................................................................................................................ 13 4.1 Financial Summary ......................................................................................................................... 13 4.2 Core Business and Service Levels ................................................................................................... 14 4.3 Performance Measures .................................................................................................................. 16 4.4 Key Customers and Stakeholders .................................................................................................. 17 4.5 Current Context ............................................................................................................................. 18 4.6 SPOT Analysis ................................................................................................................................. 20 5.0 STRATEGIC INITIATIVES & OPPORTUNITIES ................................................................................... 23 APPENDICES Appendix A: Appendix B: Appendix C: Appendix D: Appendix E: Appendix F: Appendix G: Appendix H: Appendix I: Appendix J: Facility Services Logic Model Facility Services Staffing Report Corporate Security Plan Lifecycle Implementation Program, 2011‐2014 Capital Improvement Program and Major Projects Plan, 2011‐2020 Performance Indicators Space Management Program Facilities Sustainability and Environment Facility Environmental Performance Upgrade Program Facility Services Business Planning Visual Records Facility
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Business Plan 2012-2014
1.0 EXECUTIVE SUMMARY The Facility Services Department is primarily responsible for managing the City’s tax‐supported facilities. Their efforts ensure that quality building environments are provided for City staff and the Community as a whole. The 25 members of the department are committed to providing a customer‐focused and results‐oriented approach to facility maintenance, project management, engineering and planning, property management, security, and internal consultation. The department has grown in staff and diversified in service provision over the past 30 years. It has now developed into a multi‐disciplinary group of trained individuals who have been valuable assets to the organization. Along with the addition of new highly trained individuals, came additional areas of responsibility. The biggest change for the department has been a shift from performing repair work only, to now looking after facilities using asset management principles. This allows the department to function in a strategic cost‐effective manner to ensure that facilities are cared for properly, operate efficiently, and are safe and functional for the public. Recent changes in funding levels and organizational requirements have caused the department staffing structure to adapt quickly. These changes will likely continue to occur, and the department’s result‐oriented and customer‐focused attitude will help it succeed in adapting to these changes. The department is actively working at demonstrating the positive impact of their work, and it has already met with success in some areas. The department has demonstrated an improvement in the amount of planned vs. unplanned maintenance performed, which means fewer service interruptions to the community. Furthermore, the department has made planned lifecycle investments in City facilities, and has been able to maintain the level of their condition at approximately the same level since 2006 – when their condition was first evaluated. This too means fewer service interruptions, but also enhanced functionality and safety for public enjoyment and well‐being. The department is constantly busy managing day to day activities related to its core services, and it currently has the added responsibility of managing the delivery of several major capital projects. Over the next 3 to 5 years the department is also committing to take steps towards; improving the way it does work (in terms of process and environmental stewardship), improving its customer‐focus, and determining and planning for future major facility investment/replacement needs. The complex and evolving nature of facility management means that on‐going change will continue to influence the way the department develops and works. However, the department has demonstrated its ability to adapt to change, and is prepared to meet this on‐going challenge. 1 Facility
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Business Plan 2012-2014
2.0 ACKNOWLEDGEMENTS The following individuals participated in planning for, and assisted with the production of this Business Plan through its various stages. Facility Services Team Barry McCallum, Facilities Architect Bernard Brady, Corporate Security Coordinator Blake Jurgens, Facilities Buyer Bob Parker, Mechanical Tradesman (Plumber) Cyril Bertsch, Facility Services Worker Conrad Westerson, Facility Services Manager. Dave Petiot, Building Project Manager Dean Romeril, Facilities Planner Dorothy Van Lent, Facilities Technician Gord Boras, Facilities Electrician Hector Wiehler, Facility Services Worker Jessica Praill, Admin assistant Karrie Nightingale, Senior Facilities Engineer Kelly Tweter, Carpenter Ken Gouw, Mechanical Tradesman (Controls) Louis Weibe, Carpenter Mike Jensen, Mechanical Tradesman (Refrigeration) Muhammad Durrani, Facilities Engineer Nina Howell, Planner / Scheduler Patrick Spanos, Building Project Manager Reg Areshenko, Facilities Administrator Sam Conard, Engineer Planner Terry Smith, Carpenter Tom Zook, Facilities Supervisor, and Wade Popson, Senior Facilities Electrician Facilitator: David Sarsfield, City Clerk’s Office 2 Facility
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Business Plan 2012-2014
3.0 BUSINESS UNIT OVERVIEW The Facility Services Department is responsible for managing a large portion of the City’s buildings and sites (facilities). The department provides many services to ensure that the facilities are well‐maintained and can effectively serve the community. There are currently 24 members of the department, including; skilled tradesmen, engineering and design professionals, project managers, and administrative support staff. Together, they manage City facilities by providing the following key services:  Preventive/planned maintenance. 
Scheduling of maintenance work requests from other City departments. 
Identification of facility condition and functionality. 
Planning, engineering, and project management of lifecycle replacement and upgrade work. 
Planning, design review, and project management for minor and major capital improvement work. 
Coordination of property management contracts, such as caretaking, snow removal, etc. 
Expertise regarding personal and facility security management. 
Space management for City facilities. 
Monitoring of facility environmental performance (energy and resource consumption) The department manages approximately 175 tax‐supported buildings, their associated sites, and a number of parking lots throughout the City. The facilities range from small park washroom buildings, to large administrative buildings like City Hall, and emergency response facilities like Police Headquarters and the Fire Halls. Some buildings house City employees, others are open for public use, and some are leased to groups that provide unique services in the community. The facilities also vary greatly in age, condition, and functionality. Furthermore, the fleet of facilities continues to grow with the construction of new buildings as a result of recent capital improvement programs and other major projects. The Facility Services department prides itself on being customer‐focused and results‐oriented. The efforts of the department support the success of other City departments, which in turn impacts the level of service delivered to the community. 3 Facility
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Business Plan 2012-2014
3.1 Mission\Vision\Values Mission: The mission of Facility Services is to “provide a quality environment for City staff and the Community.” We will accomplish this by . . . a) Providing good project management and improving construction and project delivery. b) Meeting mandated service levels through strategic asset management practices. c) Advising and supporting corporate clients and community partners in the design and maintenance of City‐owned facilities. d) Protecting city interests through sound maintenance management. e) Ensuring that the City’s inventory of work space is managed to meet the organization’s requirements. Vision: Our vision is to be Leaders in Asset Management for the City of Lethbridge. We will accomplish this through . . . a) Providing leadership in the management of the City’s fleet of facilities. b) Enhancing communication with other business units. c) Ensuring a customer‐focused results oriented approach to service delivery. d) Developing and implementing sustainable design and maintenance guidelines and space allocation standards. e) Providing technical expertise and advice to corporate customers. f) Developing service level agreements specific to each building/user group. 4 Facility
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Business Plan 2012-2014
Values: 
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A POSITIVE WORKING ENVIRONMENT Mutual respect Safety in the work place Integrity and honesty A well‐trained work force Team pride and spirit A challenging, enjoyable workplace
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CUSTOMER FOCUSED Understanding the needs of our customers Open, continuous communication Supporting the goals and aspirations of customers 
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RESULTS ORIENTED Safe and healthy work environment Quality, consistent workmanship Financial accountability Satisfied customers Efficient operations 5 Facility
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Business Plan 2012-2014
3.2 Organization Chart 6 Facility
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Business Plan 2012-2014
3.3 History The scope of services provided by the Facility Services Department has increased and advanced over time. In the early 1980s the core activity of the department was strictly performing maintenance, and this was usually limited to the repair of broken equipment. The majority of work was reactive and not proactive ‐ asset management was not yet practiced at the City. Over time key individuals were hired and computer‐based systems were used to track, document, and plan maintenance work activities. Furthermore, a lifecycle software program called “Facilities Asset Information Management” or FAIM was used to plan for the replacement of major equipment and systems. The intent of making these changes was to do maintenance work at the right time, as opposed to when something breaks. It the 1990s additional staff was required to do maintenance work as the facilities became older and required more maintenance. Furthermore, there was a need to hire more specialized trades people in order to deliver the right services. Service contracts were introduced to increase the capacity to perform work and to meet the maintenance demands of the aging facilities. In recent years, the facility management industry has improved its understanding of how to manage facilities using a Strategic Asset Management approach. This approach ensures that assets, such as facilities are managed in a cost‐effective and sustainable way, while still providing effective services to the public. The Facility Services department began to adopt these asset management principles and continues to do so. One of the first steps towards asset management was to gain a thorough understanding of the City’s facilities. A significant effort went towards building a database of information regarding the City’s facilities. The department purchased the Renewal Capital Planning Program (ReCAPP) to store this database and to provide information regarding the condition of the facilities using industry‐standard performance measures, such as the Facility Condition Index (FCI). The program also provided a tool to plan for the lifecycle replacement of building systems and equipment. A computer‐
based work order management system was also introduced and allowed for more effective planning, scheduling, and tracking of maintenance work and materials. To support Strategic Asset Management, several new positions were created in the department. The Facilities Engineering Planner position was created to oversee the planning and implementation of lifecycle work. The Facilities Engineer and Facility Planner positions were also created to add in‐house engineering and design expertise into the organization and to perform the lifecycle work. These positions also assist with performing work of other City departments and with tracking and improving the environmental performance of the facilities. A planner/scheduler was hired to determine maintenance needs and to plan and prioritize 7 Facility
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Business Plan 2012-2014
work, and a buyer was hired to prepare and manage service contracts and to minimize inventory by ensuring just‐in‐time delivery of parts and materials. To manage the enormous capital and major project work that began in 2008, the Facility Services Department hired two engineering project managers. These individuals also added valuable expertise in the areas of engineering and architecture. Two supplementary project managers were retained to help manage major capital projects; one via a 3 year contract, and the other seconded from another department. In 2009 a Corporate Security Coordinator was added to the Facility Services Department. The coordinator’s role is to manage all aspects of security to improve public safety and protect City assets. This includes; planning the installation of new security systems, tracking security incidences, and managing the security maintenance service contract. New challenges are on the horizon for Facility Services. As facilities age, their condition and functionality begin to decline, and therefore the level of service to the community also declines. Many City facilities are approaching 50 years of age, and important decisions will have to be made regarding re‐investment in those facilities. Furthermore, the population will continue to grow and the need for more facilities will also be a factor to consider. The Facility Services Department’s next challenge will be to develop a strategic facility investment/replacement plan. This plan will provide a sustainable road map for future major investments that will be required. The Facility Services Department has evolved from a group of individuals providing only basic repair work, to a diverse team of highly qualified and experienced people managing City facilities using the industry best practice of Strategic Asset Management. The department is thoroughly involved during every phase of a Facility’s existence, from the time that it is identified as a need, to when it is planned, constructed, operated for many years, and finally demolished or sold. 3.4 Accomplishments Facility Services has been exceptionally busy since 2009. The department has been managing the delivery over $65 Million worth of Capital Improvement work and other major projects. An additional $160 Million of work is planned for between 2011 and 2017. The project managers involved oversee the projects from early on in the planning stages, throughout design and construction, and to the end of the warranty period. The results to date have been the construction of; the Community Stadium in partnership with the University of Lethbridge, the West Lethbridge Centre Library in partnership with the public and separate school divisions, the New Downtown Fire hall and Headquarters building, upgrades and renovations to the #4 Fire 8 Facility
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Business Plan 2012-2014
hall and Training Centre, an addition and renovation to the Southern Alberta Art Gallery, on‐
going addition and renovation work at the ENMAX Centre, and on‐going redevelopment of the Public Operations site. The department has also played a vital role in successfully obtaining federal grants for the time‐sensitive construction of two additional projects: the addition and renovation at Nicholas Sheran ice Centre, and the construction of a new picnic shelter facility. Current projects include the design for the Twin Ice Centre, and the Community Arts Centre. The department is also constantly performing lifecycle replacement and upgrade work to improve the condition and function of the City’s existing fleet of facilities. Many of the projects require the expertise of the department’s in‐house architectural and engineering staff. To date, the department has managed to maintain the condition of the City’s fleet at approximately the same level since 2006. Furthermore, the department continually improves the functionality of the City’s facilities by combining upgrade/renovation work, with lifecycle replacement work. A few examples of this are briefly described below. Fritz Sick Centre Generator Replacement and Upgrade In the summer of 2009 a minor fire destroyed the natural gas emergency generator at the Fritz Sick Centre building. A plan was put in place immediately for the replacement of the generator. The plan included; upgrading the emergency power system for the building, changing the location of the generator to facilitate maintenance, and installing a diesel generator which is more commonly used for emergency purposes. The Fritz Sick Centre is one of the City’s key reception centers for the public in the event of a local emergency; however the existing generator could not support the facility for overnight accommodation. Upgrading the generator ensured that the entire facility could operate reliably during an emergency. To ensure that the project was done in a cost‐effective and sustainable manner, a trailer‐mounted generator purchased by the City over 10 years ago was retrofitted and used as the replacement generator for this project. A temporary emergency generator was used throughout the project to ensure that an emergency power supply was always available at the facility. Pavan Park and Popson Park Potable Water Cisterns In 2009, potable water cisterns were installed at Pavan Park and Popson Park to improve the supply of safe drinking water to the public facilities in those areas. The existing systems in place were aging and required frequent and expensive maintenance. Facility Services planned for the installation of potable water cisterns in both of these locations. The work was planned for during the unoccupied season to limit the disruption to the public. 9 Facility
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Business Plan 2012-2014
The projects above are typical examples of the work that Facility Services does. Both of these projects were designed internally with the help of the engineering and maintenance staff, and planned and scheduled in consultation with the facility users and operators. The Facility Services Department has assisted many user groups with planning and implementing their projects, such as; the installation of the new scale house at the Landfill site, and upgrades to the YWCA washrooms. 10 Facility
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Business Plan 2012-2014
3.5 Initiatives and Major Capital Projects in Progress Facility Services ‐ Current & Planned Capital Projects
Name Capital Improvement Identifier Purpose of Project Community Arts Centre D‐5 Construction of a new community arts centre to provide adequate space for the local arts programs, including the U of L Conservatory. Operations Site Redevelopment D‐7 Completion of the Operations Site Master plan to improve the effective delivery of public works activities. This includes the construction of the Fleet Maintenance Garage, additions and renovations at the Public Operations building, and upgrading of the overall site and fuel station areas. ENMAX Centre Renovation & Expansion D‐10 Addition and renovation work to improve the facility’s function and condition. The improvements will provide better amenities and services for performers, frequent users of the facility, and the attending public. Aquatics Master Plan D‐12 To determine the future plan for the provision of aquatic facilities in the community. Arena Master Plan D‐13 To determine the future plan for the provision of ice arena facilities in the community. Curling Master Plan D‐14 To develop a plan to meet the Curling Club’s functional requirements, such as; adequate parking, lounge areas, food and beverage services, spectator viewing areas, washrooms facilities, change rooms, and room for additional ice sheets. Fire Master Plan Update D‐15 To complete the planning of the future facility investment needs necessary to maintain the current levels of emergency response services. Office Space Master Plan D‐16 To address immediate issues regarding the need for additional office space, and to develop future office space allocation plans to accommodate population growth. Recreation & Culture Master Plan Update D‐17 To update the findings of the 2007 Recreation and Cultural Facilities master Plan to determine future recreation and culture facility needs. 11 Facility
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Business Plan 2012-2014
Facility Services ‐ Current & Planned Capital Projects
Name Capital Improvement Identifier Purpose of Project Helen Schuler Nature Centre Expansion & Rénovation D‐18 To support the effective delivery of nature programs and services. Additional space will improve working conditions for staff and volunteers, meet increasing public demand, and allow for future programming opportunities. West Side Depot Site D‐22 To create an operations base located in West Lethbridge to improve the efficient delivery of service to this area of the City. South Side Parks Depot Site
D‐23
Lethbridge Regional Police Headquarters Expansion Transit Facility Expansion D‐24
D‐25
Twin Ice Centre D‐30
Bill Kergan Centre Renovations D‐31
To create an operations base located in South Lethbridge to improve the efficient and safe delivery of service to this area of the City. To address critical space shortages and accommodate functional changes. To increase the space required for indoor vehicle storage and administrative areas. To increase the availability of ice rinks in the community, and to provide more modern amenities such and female change rooms and the ability to host provincial and national tournaments.
To improve the condition of the facility and to modernize the facility to support the programming requirements of the Southern Alberta Ethnic Association. 12 Facility
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Business Plan 2012-2014
4.0 ANALYSIS 4.1 Financial Summary Community Services
Facility Services
Budget Summary
2007
2008
2009
2010
2011
2008-2011
Revenues
Actual
Budget
Budget
Budget
Budget
Change
Grants
Other Revenues
99,278
500,000
500,000
500,000
500,000
0
119,186
121,500
127,500
133,900
140,600
19,100
Sales of Goods & Services
45,123
0
0
0
0
0
152,024
145,500
163,500
133,500
146,500
1,000
415,611
767,000
791,000
767,400
787,100
20,100
37,700
1,000
0
0
0
(1,000)
0
0
(100)
(100)
0
0
4,347,617
4,541,043
4,852,087
590,587
Recovery from Capital Projects
Expenses
Asset Purchases
Debt Payments
General Services
Interdepartmental Transfers
Materials & Supplies
Other Personnel
Reserve Transfers
Transfers to Capital
Utilities
Wages & Benefits
Total Facility Services
3,350,486
4,261,500
(1,360,793)
(2,974,900)
(3,233,800)
(3,323,200)
(3,738,000)
(763,100)
358,272
334,600
362,200
357,500
361,500
26,900
26,972
34,900
57,600
51,700
51,700
16,800
24,660
(8,400)
(70,010)
(80,014)
(80,014)
(71,614)
(283,359)
(250,000)
(250,000)
(250,000)
(250,000)
(0)
2,297,253
2,402,500
2,553,700
2,620,000
3,077,300
674,800
2,663,441
1,474,842
1,993,186
2,099,417
2,241,984
767,142
7,114,632
5,276,042
5,760,393
6,016,346
6,516,557
1,240,515
6,699,021
4,509,042
4,969,393
5,248,946
5,729,457
1,220,415
13 Facility
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Business Plan 2012-2014
4.2 Core Business and Service Levels Facility Services – Core Business & Service Levels
Core Services: Engineering and Planning Description of Service: Service Levels: Strategic planning and management of City facilities. ‐ Lifecycle Planning ‐ Facility Planning ‐ Design ‐ Project Planning and Management ‐ Operating Cost Performance Monitoring
To maintain the condition of the City’s facilities, as measured by the FCI, at approved levels by planning strategic lifecycle investments. To ensure that City facilities remain functional for the public and other departments by planning renovation and upgrade projects. To ensure that the needs of our customers (i.e. other City departments and the public) are met with cost‐effective solutions. To ensure that City facilities are safe, efficient, and effective by developing design standards and reviewing designs and plans of external consultants. To ensure that approved project scopes, schedules, and budgets are adhered to when managing Major and Minor Capital Projects. To identify an appropriate scope, capital cost, and operating budget impact for new projects that are identified in Capital Improvement Programs. To continue to monitor and improve the environmental performance of City facilities by tracking energy and resource consumption.
Core Services: Maintenance Description of Service: Service Levels: Strategic Maintenance and care of City facilities. ‐ Planned maintenances (preventive and predictive) To reduce the cost and time required to perform maintenance. This will be done by focusing on planned/preventive maintenance, thereby reducing the amount unplanned/corrective maintenance required. To continually increase the amount of work requests performed by prioritizing and planning maintenance activities. To ensure that the time and costs required doing maintenance are minimized by limiting material inventory and managing just‐in‐time delivery of material. To maintain and care for facilities at established service levels. To minimize the amount of time services are interrupted to the public as a result of unplanned equipment failure. ‐ Management of maintenance requests and scheduling of maintenance activities. ‐ Management of maintenance material supply ‐ Property management. ‐ Emergency repair work. 14 Facility
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Business Plan 2012-2014
Facility Services – Core Business & Service Levels Core Services: Space Management Description of Service: Service Levels: Strategic planning of work space allocation and furnishing supply for City operations. ‐ Office Space Master Plan ‐ Accommodation Standards ‐ Staff Relocation Control ‐ Space Naming Conventions ‐ Furnishing provisions To develop a comprehensive office space master plan by 2012 for all corporate facilities, and to ensure that the plan accommodates anticipated population growth and a standardized staff to population ratio. To ensure that accommodation standards are developed in accordance with corporate requirements and that they are adhered to. To ensure that adequate office space is provided prior to the relocation or arrival of City employees. To ensure that a consistent space naming convention is developed for all City facilities. To minimize the time and costs associated with acquiring furnishings by managing a furnishing and equipment supply and service contract. Core Services: Security Management and Coordination Description of Service: Service Levels: Strategic management of corporate security threats. ‐ Corporate security training and consulting ‐ Incident tracking and assistance with investigation. ‐ Security patrol management ‐ Security system planning Core Services: Value added To implement a security incident tracking system by 2012. To implement strategies to reduce the occurrence of security‐related incidences. (i.e. corporate training and consultation, patrols, system installations) To increase the sense of personal security by providing advice and training to City staff and volunteers. Description of Service: General assistance to the corporation from highly trained individuals with transferable skills. Service Levels: To help improve the overall success of the organization by providing assistance when and where necessary. Installation and Maintenance of Public Art in compliance with applicable codes and health and safety regulations. Assistance and instruction in the continuing Bridge Inspection Program using qualified staff. Assistance with Grant application and reporting requirements Administrative assistance to other Community Services departments. 15 Facility
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Business Plan 2012-2014
4.3 Performance Measures Measures Goals Health and Safety Record Continually improve audit score Key Performance Indicators Monitor and improve overall performance of facilities with regards to utility and resource consumption. Corrective Maintenance vs. Preventive Maintenance Ratio Achieve and maintain a 3:1 ratio of planned to unplanned maintenance (PM vs. CM) Project Variances (Scope, Budget, Schedule) Monitor and prevent variances in project scope, budget, and schedule. Work Orders Reduce length of time work orders remain unattended. (provide efficient service). Monitor work completed to help inform service level budgeting. Asset Condition Establish, monitor and maintain condition service levels for asset categories. Asset Function Establish, monitor, and maintain functional service levels for asset categories. Work Effort and Cost Monitor effort and costs expended towards work categories. Use results to inform service level budgeting. Service Interruption due to planned or unplanned Monitor and minimize number of service maintenance interruptions. 16 Facility
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4.4 Key Customers and Stakeholders Facility Services – Key Customers/Stakeholders
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Key Customers/Stakeholders City Council Senior Management
Industry Consultants Contractors Vendors Local Agencies University College YWCA Woods Homes Red Cross Exhibition Allied Arts Council Irrigation Districts Lethbridge Senior Citizens Organization
Nordbridge Senior Centre Japanese Gardens Fish and Game Tennis Club Prairie Baseball Bulls Baseball Fort Whoop Up Westminster Association Astronomy Club Southern Alberta Ethnic Association
Other Business Units Infrastructure Department Utilities Departments Taxation Integrated Risk Management Cemeteries Business Revitalization Zone Planning Department Public Operations Inspections Information Technology Recreation & Culture Solicitor’s Office Emergency Social Services Finance Lands Summary of Perceived Needs or Expectations  Planning and advice regarding facility assets.
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Understanding of the City’s requirements (Design Standards, budgets, scopes, timelines). 
Understanding of our work capacity, plans, methods, threats and risks. Advice and assistance with their planning and projects. 
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Understanding of our work capacity, plans, methods, and threats and risks. Advice and assistance with their planning and projects. 17 Facility
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Facility Services – Key Customers/Stakeholders
Key Customers/Stakeholders Boards & Commissions 
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Library Board Galt Museum Board Police Commission Summary of Perceived Needs or Expectations  Understanding of our work capacity, plans, 
methods, and threats and risks. Advice and assistance with their planning and projects.
4.5 Current Context TRENDS: 
Decrease in quality of external professional services. 
Procurement policies changing and becoming more restrictive. 
Move towards just‐in‐time delivery of services and materials vs. inventory. 
Use of service contracts becoming more common. 
Greater desire of transparency from public. 
Stimulus funding programs increasing requirements for Grant requests and reporting. POLITICAL FACTORS: ECONOMIC CLIMATE: 
CUSTOMER NEEDS: Recession. 
Fiscal restraint. 
Low inflation. 
Favourable bid pricing. 
Contractors and consultant availability increasing. 
Prioritize our response to provide effective service. 
Create building solutions to meet customer needs. 
Ensure customer needs can be met with available funding. 
Facilitate customer understanding of wants vs. need. 
Ensure availability of office space is planned to meet pressures. 18 Facility
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UNCERTAINTIES: 
Funding level support. 
Facility reinvestment strategy. 
Future staffing levels. 
Space inventory. 
Records Management. 
Grant tracking and acquisition. 
Key Performance Indicators of Industry. 
Fleet understanding: 114 to 175 (tax‐supported) facilities. OTHER FACTORS: 19 Facility
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4.6 SPOT Analysis STRENGTHS: 
Internal consulting. 
Qualified staff. 
Diversified strengths. 
Experience. 
Customer‐focused delivery. 
Adequate funding. 
Excellent Health and Safety Record. 
Committed Staff. 
Collaborative work environment. 
Team approach. 
Excellent planning capability. 
Fiscal responsible. 
Continually improving understanding of facilities. 
Successful and professional relationship with industry. 
Adaptable to change (can do attitude). 
Good reputation (Internal/External). 
Preferred customer to industry. 
Becoming more and more well versed with facilities management principles. 20 Facility
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PROBLEMS: OPPORTUNITIES 
Aging workplace/workforce 
Decreasing quality of external services 
Understanding of costs associated with performing department functions (e.g. complicated budget reporting) 
Heavy workload 
More maintenance required due to vandalism 
Standardizing of equipment becoming more difficult. 
Limited options for procuring services (e.g. quality‐based selection not permitted) 
Confusing grant reporting requirements (e.g. government grants) 
Complex environmental considerations (e.g. disposing of fluorescent light bulbs) 
Loss of material and equipment not being tracked or quantified. 
Increased customer expectations in the event of a disaster. 
Turnover process of new facility from contractor to City. 
Development of measures to monitor the performance of the department is difficult considering the complex nature of the work. 
Difficult to track and analyze environmental performance of facilities. 
Make use of favorable economic climate to perform work. 
Perform more design activities internally. 
Re‐define role of staff members to suit skills and changing expectations. 
Seek technology to store information, analyze data, and to streamline and standardize processes 
Educate stakeholders on department services, values, and successes 
Invest in staff training to keep pace with changing procedures and technology. 
Focus on determining true cost associated with performing department functions. (tie funding to service levels and functions) 
Focus on developing Strategic Facility Investment/Replacement Plan to address ageing fleet of facilities. 21 Facility
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THREATS: 
Changing global security threats. 
Acts of God. 
Vandalism/Criminal activity. 
Ageing infrastructure. 
Changing customer expectations. 
Changing procurement policies. 
Funding availability for employee succession. 
Expanding scope of work. 
Possible changes in funding. 
Changing technology. 
Economic climate. 22 Facility
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5.0 STRATEGIC INITIATIVES & OPPORTUNITIES Facility Services – 4 Bold Steps
1.
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4.
Bold Step Understand Through‐Life Planning of Facilities
 Determine all costs associated with the maintenance and operation of facilities.  Complete space management plan.  Analyze growth and demographic projections.  Train staff to gain more facility management expertise. Improve Customer Focus and Delivery of Service  Understand customer needs and manage expectations with available funding.  Establish service levels with customers.  Determine true costs associated with delivering services.  Solicit performance feedback from customers. Commit to Environmentally Sustainable Processes, Products, Equipment and Systems.  Incorporate green building technologies  Evaluate and use green maintenance and caretaking products and processes  Move towards using paperless procedures  Continue monitoring and benchmarking of the environmental performance of City facilities. Streamline and Standardize Department
Processes and Systems  Develop consistent information management processes.  Develop electronic forms and templates.  Purchase software‐based project management systems  Expand use of building automation systems  Be actively involved when drafting new lease agreements.  Work towards integrating lifecycle planning and work order management systems
Primary/Secondary Objectives To develop a cost‐effective Strategic Asset Investment/Replacement Plan for City Facilities. The plan will consider the entire life span of a facility (through‐life, or cradle‐to‐grave) Create and communicate an investment strategy and future outlook for the provision of City facilities. To establish customer‐specific service levels that ensure our customer’s needs are being met in a cost‐
effective and consistent manner. To monitor and improve our department’s performance regarding customer service. To be leaders in the use of environmentally
sustainable processes, products, equipment a, and systems. To minimize the environmental footprint of City facilities and of our department’s activities. Facilitate and simplify the steps required to perform department tasks. Improve the efficiency of how work is performed. Provide consistent and simple tools for communication with our customers. 23